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Lead by Example - Be a Mental Health Champion

Camelia Petrus, PGDip Work Psychology

Senior Consultant, Certified EI Assessor and Trainer Workplace Behaviour and Leadership

Not only that the research stats show that investing in building and maintaining good mental wellbeing at work boosts productivity, sales, creativity, and customer satisfaction, we all know it. We've seen it, we all felt it. 

Being in "a good space" sparks up the creativity, motivation and the mental, emotional and physical energy.

It becomes "common sense" to consider finding strategies to building and maintaining good mental wellbeing at work to boosts all that you need as an employer - productivity, sales, creativity, and customer satisfaction.

So, what are some straightforward, effective steps that you, as a leader, can take to ensure a positive emotional climate in your workplace?

1. Lead by example. Be the change you want to see in your workplace and in your team members. Model it. Have a look at the productive vs unproductive states competent leaders choose to nurture - see image below or read more.

2. Foster a culture of mentally healthy behaviours. Reinforce positive ways of working, whether it is an afternoon 10 minutes meditation or mindfulness activity, or eating lunch away from your desk. Offer resources and promote activities or exercises that support positive mental health. We can provide all those resources for you. Get in touch.

3. Role model trust-based conversations and actions by following through on what you say, be authentic and compassionate. The six key competences every leader would benefit from having are explained here.

4. Promote connection between staff members. Whether it’s during or outside work hours, bringing people together help them feel safer, less stressed, and less anxious.

5. Keep it fair. Provide support and work accommodations as you would for any physical health issue or personal situation. Here is a test that measures the Emotional Climate at work. 

It measures three dimensions of emotions at work:

  • Current Emotions. How often your team members experience certain feelings at work.
  • Fair and reasonable emotions. How often they think it’s fair and reasonable to experience these feelings at work given the nature and context of your workplace.
  • Ideal Emotions. How often they think they should ideally experience these feelings in your workplace in order to be effective. 

For this article readers, we offer a 70% discount until June 27th. Get in touch to discuss.

6. Promote an 'ask for help' workplace. Make talking about emotions easy and have support on hand when people need it.

7. Build staff strength. Recognise people’s strengths and find ways for them to use those strengths in their work. Ask about the "Maximizing Strengths" programme we run for our clients' teams with a focus on several skills and abilities that are at the core of optimal strength use. More specifically, we address the extent to which we devote attention to our strengths, the beliefs we hold about our strengths, our motivation for using our strengths, and how to regulate our strengths in a way that prevents underuse or overuse.

8. Bring on more champions. Many workplaces have wellbeing champions who will enthusiastically help organise events and activities and spread the word about wellbeing. See this.

"Leaders in business looking to improve their organisation’s performance can do so by improving their approach to business, its systems, organisational structure, their workplace emotional climate and ultimately, their emotional intelligence: that is, their skill at identifying, understanding and influencing emotion in self and others. It guides them towards new, more relevant and meaningful ways to grow their business and their relationships or to solve business challenges."

Camelia Petrus, PGDip Work Psychology

Our preferred advisor for Leadership and Workplace Behaviour.

Accredited Assessor and Coach

Get in touch by Email or phone Lynch & Associates Limited - Chris Lynch: +64 9 3666008


Structure Review

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Emotional Intelligence

When hiring or developing leaders, their ability to navigate through high demand, stressful working conditions and change in the workplace and to lead by example, is now a strong predictor of organisational performance. This is particularly applicable in industries where high emotional labour exists.

Emotional Intelligence